different roles
changing working groups
flexible, uncertain hours (and income)
cramped flexible workspaces
generational and cultural differences
different time zones
limited English (from colleagues, of c
lack of in-depth knowledge and (technical) skills
no view of a clear main goal
limited powers and resources
planning and control (reporting) as an end in itself
Some points also have their advantages. But if you have checked more than half, it seems to me difficult to get to higher goals (such as innovation) and your own deeper motivations (for example 'making a difference').
Finally a crisis
“I work best when a crisis breaks out,” a communications manager of a Dutch beer brand told me years ago. “Then I work even longer, but within the crisis team in the war room everyone knows their role, we have all the powers and resources, and legal really has to support us. Everyone does everything they can to stabilize the situation, protect the brand and restore trust. The distance between thinking and doing becomes smaller – we communicate less and do more – and the highest organizational levels become accessible. The practical cooperation and mutual dependence forges a lasting bond.”
That's strange. When the flames are coming out of the roof, we work long days 'in flow' and go home whistling. But that digital customer acquisition campaign, the trade fair stand, the website and newsletter, the new house style, the summer collection, the customer satisfaction measurement, thinking about innovation and reporting, lebanon telegram data those common activities apparently require ninja skills.
multitasking
Responsibilities vs. Authorities
I see an important cause. In recent decades, (global) companies and organizations have developed in such a way that we have brought the responsibilities to the work floor, but not the powers that are needed to actually make things happen (see for example the work of prof. dr. Kees Ahaus in the Netherlands ). We have started to suffer from a control culture with a lack of empowerment , or powers.
Simply put: you have to do a lot, but you are allowed to do little. There is a lot of overhead, but little growth in labor productivity (see this CBS study ). And there is a lack of job satisfaction – resulting in absenteeism and staff turnover.
A normal workday… You are sitting in your flex space in the quiet center working on your plan. In the meantime, you receive five emails that require your attention, someone texts you to ask if you are making any progress and you have to take an hour off for the department meeting. Someone enthusiastically presents you with a fresh idea. By noon, you have barely started. You click on 'sales_forecast_Y20Q2.xlsx' and get 'Access Denied'. “Two 'quick' times and the day is over”, sighs the nice colleague who previously requested your attention.
